Question: Is there a database that ranks analysts in terms of influence?

While there are some fine analyst directories or databases available for purchase (e.g., ARinsight’s ARchitect3) none of have “influence” data. This is because influence is a relative term which is dependent on what the vendor is trying to accomplish and the market space they are addressing. Obviously two companies with different products would see the same analyst as having different influence. However, two competitors in the same market could also end up with analyst lists that are different because they have different business objectives they are trying to accomplish. Even the same vendor could rank the influence of the same analysts differently over time, even in a span of only a few months, as the vendor’s business and analyst relations (AR) objectives change.

While there are no databases of influence to purchase, AR can still create a formal analyst list management process with documented ranking criteria. Although this framework cannot eliminate the work associated with determining influence, it will permit AR to rank their analyst lists efficiently.

If an AR team does not have the bandwidth to do the work associated with creating an analyst list, there are Continue reading →

Most analyst relations (AR) professionals are in an environment where they have to continually justify the relevance of the industry analysts and AR. One of the best arguments for justifying the investment in AR is the impact analysts have on the company’s sales opportunities. Usually the easiest to find examples are negative, such as when an analyst’s commentary has caused a vendor to be removed or excluded from a short list, because a sales rep will be howling in anger. However, with some investigation AR can turn up positive impacts of the analysts, e.g., when an analyst has been your advocate by getting your company onto a short list.

In Reality Check: Sales reps matter more than product on the Software Insider blog, former Forrester analyst and current VP of Research at SSPA John Ragsdale illustrates how an analyst with a simple question can help a vendor get placement on a vendor short list.

“…Over the last year I have become increasingly aware of something and wanted to share it with a larger audience. When I have conversations with companies about a pending software purchase (usually CRM or eService), they tell me the core business problems they are trying to solve, then give me the list of vendors they are considering. And almost every time, I hear a little jingle from Sesame Street in my head:

“One of these things is not like the other
One of these things just doesn’t belong
Can you guess which thing is not like the other
By the time I finish this song?

“Why? Because the obvious vendor(s) who are specialists in their problem are not on the list, and they are selecting from a group of vendors who all do something else. So I ask, “Um, why isn’t Vendor X on the list?” And here is the universal reply. ‘Oh, we started with them, but Continue reading →

Chris started with something from Economics 101: “Every abundance creates a new scarcity.” He then went on to illustrate with these examples:

An abundance of information can create a scarcity of context

An abundance of choice can create a scarcity of advice

An abundance of content can create a scarcity of time

An abundance of people competing for your attention can create a scarcity of reputational ways to choose among them

Each of these scarcities apply to the typical IT manger and executive in spades. Few IT managers that I have spoke with in the last 18 months are ignoring the relevant blogs, but want a source for context and “reality checks.” The vast majority of IT managers look at information in the blog, media and so on, but want someone to turn to for advice. Nobody in these days of lean staffing, has the time to read all the relevant blogs and talk to all the relevant vendors, so they need a resource that can help Continue reading →

A common thread in blog postings is that because bloggers are becoming more influential, analysts have to becoming less influential. Also, not a week goes by where we hear that some vendor executives – who often loathe the communications and tech industry analysts – have said that analysts and AR are less relevant due to social media. The common underlying idea is that influence must be a zero-sum game where there is a finite and fixed amount of influence in the universe. If one group increases their influence then other influencers have to see their influence decrease. Nonsense.

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